Are two heads better than one? The relationship between number of group leaders and group members, and group climate and group member benefit from therapy.

2012 ◽  
Vol 16 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Dennis M. Kivlighan ◽  
Kevin London ◽  
Joseph R. Miles
Keyword(s):  
Group Leaders ◽  
Group Climate ◽  
Group Members ◽  
The Relationship ◽  
Group Member ◽  
Better Than

Add fuel to the fire: investigating the relationship between leader group prototypicality and intergroup conflict

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yongyi Liang ◽  
Haibo Wang ◽  
Ming Yan ◽  
Jun Xie
Keyword(s):  
Social Identity Theory ◽  
Structural Equation ◽  
Management Practice ◽  
Intergroup Conflict ◽  
Group Leaders ◽  
Content Type ◽  
Final Sample ◽  
Group Members ◽  
Multi Phase ◽  
The Relationship

Purpose This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social identity theory. Design/methodology/approach The research model was empirically tested using multi-phase, multi-source and multilevel survey data in China. The final sample consisted of 75 group leaders and 231 group members. Multilevel structural equation modelling and a Monte Carlo simulation were used for hypothesis testing. Findings The results showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict, only when the leaders’ benchmarking behaviour was higher rather than lower. Originality/value First, this study addresses the question of whether leader group prototypicality would lead to intergroup conflict to provide theoretical and empirical insights to supplement extant literature. Second, the study advances the understanding of mechanisms (intergroup distinctiveness) and the consequences (intergroup conflict) of leader group prototypicality in an intergroup context. Third, the study shows that leaders’ benchmarking behaviour moderates the effect of leader group prototypicality on intergroup conflict through intergroup distinctiveness. As such, the findings are of value to future management practice by offering precise, practical interventions to manage the intergroup conflict caused by leader group prototypicality.

Empowering leadership and trust on team learning behavior

2019 ◽  
Vol 38 (3) ◽  
pp. 238-248
Author(s):  
Amin Wibowo ◽  
Neuneung Ratna Hayati
Keyword(s):  
Leadership Style ◽  
Social Information Processing ◽  
Positive Influence ◽  
Learning Behavior ◽  
Group Leaders ◽  
Content Type ◽  
Bias Risk ◽  
Group Members ◽  
And Behavior ◽  
The Relationship

PurposeThe purpose of this paper is to develop and test a model for the relationship between learning behavior in groups and empowerment leadership using trust among group members as a specific context factor that influences the relationship.Design/methodology/approachThis study uses a quantitative survey that involves 78 working groups from various types of teams and diverse business fields in Indonesia. Data analysis was carried out at the group level, and, for the hypothesis testing, hierarchical multiple regression analysis was used.FindingsThe empirical results of the testing show that empowerment leadership has a positive influence on learning behavior in groups, and trust among group members is proven to be a moderating variable that strengthens the influence of these variables.Research limitations/implicationsThe process of generalizing findings must be carried out carefully considering that the model testing carried out was in the context of specific groups and included the existence of common method bias risk.Originality/valueThis paper provides an understanding of the interaction between the presence of group leaders who have an empowerment leadership style and the existence of trust among group members that will encourage the emergence of learning behavior in groups. It contributes to the current literature by filling a gap from social information processing perspective. Individuals collectively will have attitudes and behavior based on information from coworkers while developing self-leadership that leads to sharing knowledge and sharing experience within the group.

scholarly journals The Influence of Social Network Structure on the Farmer Group Participation in Indonesia

2016 ◽  
Vol 12 (3) ◽  
pp. 119 ◽  
Author(s):  
Alia Bihrajihant Raya
Keyword(s):  
Social Network ◽  
Network Structure ◽  
Group Leaders ◽  
Neighborhood Association ◽  
Social Network Structure ◽  
Local Institution ◽  
The Social ◽  
Group Members ◽  
Access Information ◽  
The Relationship

<p>The development of farmer groups in Indonesia is being stagnant because of the function of farmer group could not afford the needs of farmer group members. Participation of members is crucial to be assessed in order to promote the development of farmer group. To increase the participation of members, the social network structure between members and leaders should be taken into consideration. In this paper, the function of local institution leaders together with the function of farmer group leaders are measured in the social network structure. Through the graph of social network, it found that members will access information easily through the routine meeting in the local institution (neighborhood association) while the farmer group leaders are functioning as a legitimate of farmer group agenda. This paper suggests that the relationship between member and leader on the social network structure influences the member participation in the farmer group.</p>

Coping With Group Members Who Insult the In-Group

2017 ◽  
Vol 9 (2) ◽  
pp. 234-244
Author(s):  
Tina C. DeMarco ◽  
Anna-Kaisa Newheiser
Keyword(s):  
Political Party ◽  
Presidential Election ◽  
Presidential Campaign ◽  
Party Affiliation ◽  
Intragroup Conflict ◽  
Group Members ◽  
Political Party Affiliation ◽  
The Relationship ◽  
University Affiliation ◽  
Group Member

How do people cope with group members who insult the in-group? The 2016 U.S. Presidential election provided an opportunity to examine this question among group members experiencing unprecedented within-group strife. Participants read an essay written by an in-group or out-group member (Study 1, university affiliation; Study 2, U.S. political party affiliation, conducted at the height of the 2016 Presidential campaign), in which the author insulted his or her in-group. Participants reported the extent to which and reasons why they wanted to confront and avoid the target. Desire to rebuke the target, but not desire to protect oneself and the in-group, mediated the relationship between exposure to in-group (vs. out-group) deviance and confrontation. Desires to rebuke and protect jointly mediated the relationship with avoidance. Whereas people may differ on how they react to in-group deviance, they are primarily motivated by wanting to reprimand deviants, with implications for coping with intragroup conflict.

“You’re such a pain!”: Investigating how psychological pain influences the ostracism of a burdensome group member

2019 ◽  
Vol 23 (4) ◽  
pp. 519-545 ◽  
Author(s):  
James H. Wirth ◽  
Angie S. LeRoy ◽  
Michael J. Bernstein
Keyword(s):  
Negative Affect ◽  
Social Interactions ◽  
Social Relationships ◽  
Future Research ◽  
Psychological Pain ◽  
Group Members ◽  
The Subject ◽  
Group Success ◽  
The Relationship ◽  
Group Member

Maintaining social relationships with others is essential for survival, but not all relationships are beneficial. Individuals exclude nonbeneficial burdensome group members, those who encumber group success. We investigated whether feeling psychological pain is a mechanism that prompts assessment of social threats―potentially putting the “brakes” on burdensome (nonbeneficial) relationships. Specifically, we investigated if interacting with burdensome individuals caused others to experience psychological pain, negative affect, and to dislike the burdensome individual. Across 5 studies, using 3 different paradigms, we found those who interacted with a burdensome individual experienced psychological pain, which influenced ostracizing (excluding and ignoring) the burdensome group member. In Studies 4 and 5, we found psychological pain mediated the relationship between burdensomeness and ostracism even when we accounted for negative affect and dislike of the burdensome individual. Our results suggest psychological pain can guide social interactions and should be the subject of future research involving social threat.

scholarly journals Perceptual harmony in judgments of group prototypicality and intragroup respect

PLoS ONE ◽  
2020 ◽  
Vol 15 (12) ◽  
pp. e0243821
Author(s):  
Joshua D. Wright ◽  
L. James Climenhage ◽  
Michael T. Schmitt ◽  
Nyla R. Branscombe
Keyword(s):  
Common Sense ◽  
Interaction Effect ◽  
Group Cohesion ◽  
Group Members ◽  
The Relationship ◽  
Group Member ◽  
Common Sense Psychology

We test common sense psychology of intragroup relations whereby people assume that intragroup respect and ingroup prototypicality are positively related. In Study 1a, participants rated a group member as more prototypical if they learned that group member was highly respected rather than disrespected. In Study 1b, participants rated a group member as more respected by other group members if they learned that group member was prototypical rather than unprototypical. As a commonsense psychology of groups, we reasoned that the perceived relationship between prototypicality and intragroup respect would be stronger for cohesive groups compared to incohesive groups. The effect of intragroup respect on perceptions of prototypicality (Study 2a & 2c) and the effect of prototypicality on perceptions of intragroup respect (Study 2b) were generally stronger for participants considering cohesive groups relative to incohesive groups. However, the interaction effect of prototypicality and group cohesion on intragroup respect did fail to replicate in Study 2d. In Studies 3, 4a, and 4b we manipulated the relationship between prototypicality and intragroup respect and found that when these variables were in perceptual harmony participants perceived groups as more cohesive. The results of eight out of nine studies conducted are consistent with the prediction that people make inferences about intragroup respect, prototypicality, and group cohesion in a manner that maintains perceptual harmony.

scholarly journals Perceptual Harmony in Judgments of Group Prototypicality and Intragroup Respect

2020 ◽  
Author(s):  
Joshua D. Wright ◽  
L. James Climenhage ◽  
Michael T. Schmitt ◽  
Nyla Branscombe
Keyword(s):  
Common Sense ◽  
Interaction Effect ◽  
Group Cohesion ◽  
Group Members ◽  
The Relationship ◽  
Group Member ◽  
Common Sense Psychology

We test common sense psychology (Heider, 1958) of intragroup relations whereby people assume that intragroup respect and ingroup prototypicality are positively related. In Study 1a, participants rated a group member as more prototypical if they learned that group member was highly respected rather than disrespected. In Study 1b, participants rated a group member as more respected by other group members if they learned that group member was prototypical rather than unprototypical. As a commonsense psychology of groups, we reasoned that the perceived relationship between prototypicality and intragroup respect would be stronger for cohesive groups compared to incohesive groups. The effect of intragroup respect on perceptions of prototypicality (Study 2a &amp; 2c) and the effect of prototypicality on perceptions of intragroup respect (Study 2b) were generally stronger for participants considering cohesive groups relative to incohesive groups. However, the interaction effect of prototypicality and group cohesion on intragroup respect did fail to replicate in Study 2d. In Studies 3, 4a, and 4b we manipulated the relationship between prototypicality and intragroup respect and found that when these variables were in perceptual harmony participants perceived groups as more cohesive. The results of eight out of nine studies conducted are consistent with the prediction that people make inferences about intragroup respect, prototypicality, and group cohesion in a manner that maintains perceptual harmony.

scholarly journals Relative leader-member relationships within group context

2018 ◽  
Vol 23 (4) ◽  
pp. 582-598 ◽  
Author(s):  
Hassan Abu Bakar ◽  
Leah M. Omilion-Hodges
Keyword(s):  
Hierarchical Linear Modeling ◽  
Polynomial Regression ◽  
Group Performance ◽  
Cooperative Behavior ◽  
Group Leaders ◽  
Content Type ◽  
Group Cooperation ◽  
Member Exchange ◽  
Group Members ◽  
Group Member

Purpose Although the importance of group leader and group member dyadic relationships has been increasingly emphasized, only few studies have focused on the dyadic level analysis of leader–member relationships. By integrating theories of relational leadership and relational dyadic communication among workgroups, the purpose of this paper is to propose a theoretical model that links relative leader–member exchange quality (RLMX) and relative leader–member conversation quality (RLMCQ) to group performance, as mediated by group cooperation. Design/methodology/approach The model was tested in a field study with multiple sources, including 232 leader–member dyads and 407 workgroup peer dyads among 70 intact workgroups. Data were collected on-site during paid working hours from four training sessions. Group members were surveyed four times (Time 1, Time 2 and Time 3) and group leaders were surveyed once (Time 4) to minimize common method bias. The hierarchical linear modeling and polynomial regression approach were used to determine the mediating effects of the group cooperation. Findings In this study, the authors found support for indirect effects of relative RLMX and RLMCQ on group performance through the mediating role of group cooperation. Research limitations/implications The cross-sectional design of the current study is to be interpreted with caution, concerning any conclusions about the causal ordering of the variables in the model. Practical implications In organizational situations with group leaders and group members already in high-quality relationships and conversation, management should endeavor to facilitate opportunities for cooperation among group members and a means to also enhance team–member exchange. Originality/value By introducing LMCQ and group member cooperative behavior in workgroups, this study actively respond to the scholars’ warnings that ignoring the workgroup context may hamper the progress in understanding the factors that will inhibit or enhance workgroup behavior.

Better Than Individuals?

2019 ◽  
pp. 72-83 ◽  
Author(s):  
Charlan Jeanne Nemeth ◽  
Alexander O'Connor
Keyword(s):  
Decision Making ◽  
Divergent Thinking ◽  
Role Playing ◽  
Unintended Consequences ◽  
Group Creativity ◽  
Creative Thought ◽  
Group Members ◽  
Group Member ◽  
Better Than

Groups have notoriously shown less creativity than the sum of their group members. And while others can inhibit creative thought and its expression, another line of research finds that, when another group member shares a dissenting viewpoint, group creativity is often increased. Dissent stimulates thought that is divergent, and, on balance, leads to better decision-making and more creativity. This is true even if that dissent is wrong and even if the dissenter(s) are not valued. Importantly, evidence shows that for dissent to effectively stimulate such divergent thinking, it should be authentic. Role-playing techniques are less effective and may in fact have unintended consequences. The take-home message is that groups should embrace, not just tolerate, dissenting viewpoints for they improve the quality of thought.

Sign in / Sign up

Export Citation Format

Share Document